Weisbord Six Box Model

Mutual Engagement and Weisbord Six Box Model Change is an inevitable characteristic requirement for a viable business model. Understanding change mechanisms through the use of diagnostic tools assists organizational promotion of change through mutual engagement with resultant accurate identification of problems and pertinent solutions. A diagnostic framework charts important components of an organization impacting performance (Spector, 2013). A variety of such diagnostic frameworks exist to facilitate change diagnosis within organizations. The purpose of this paper will be to explore Tenet Healthcare through the Weisbord Six Box Model in relationship to change, shared diagnosis, and mutual engagement. Tenet Healthcare represents a for profit
Martin Weisbord developed this model in the 1970s as an apparatus for detecting organizational weaknesses. The Weisbord Model uses six boxes to allot organizations a means for dividing assorted activities occurring within the institution (Weisbord, 1976). The model also takes into account both formal and informal mechanisms. Weisbord (1976) identifies a formal system as organizational functions prevailing on paper while the informal system represents individual actions or the way people are actually doing the
Each of the six boxes can be analyzed using formal and informal systems. Five of the boxes rotate around the sixth box, leadership. Leadership can be viewed through a formal system as what systems are in place and what are the leaders managing. Leadership can also be looked at through the informal system, analyzing administrative style. The leadership at Tenet Healthcare has been lead by CEO Trevor Fetter since 2003. Fetter undertook the scandalous Medicare billing and vowed to rebuild relationships and Tenet’s reputation (Fields, 2010). Fields (2010) also reports Mr. Fetter credits a strong leadership team with Tenet’s growth and